The Breakers Palm Beach Promotes Tricia Taylor to Executive Vice President & General Manager

USA, Palm Beach, Florida. March 14, 2019

The Breakers Palm Beach has promoted Tricia Taylor to hold a pivotal leadership role, as announced by Paul N. Leone, CEO of the independent, luxury hotel enterprise and Flagler System, Inc.

Tricia Taylor, senior vice president & general manager, and a 23-year veteran of The Breakers, has been promoted to Executive Vice President & General Manager. Taylor's wide-ranging responsibilities for this complex, multi-faceted resort, consist of leading 1,800 associates throughout the property's four operating divisions: rooms, food & beverage, event services and recreation (spa, pool & beach, activities, golf and tennis), plus additional support departments including marketing, revenue management and security. Determined to consistently raise the standard of excellence, Taylor's primary focus is on the continual improvement of products and services, guest satisfaction and team member engagement and well-being.

A graduate of Cornell's School of Hotel Administration, Taylor began her career at New York's Waldorf Astoria and joined The Breakers in 1996. Progressing through the Rooms Division, Taylor was promoted to hotel manager in 2002, while earning her MBA with honors at Florida Atlantic University. She became general manager in 2010 and five years later she was promoted to senior vice president. An advocate of hospitality education, Taylor is a guest lecturer at Florida Atlantic University, University of Central Florida (UCF) and Cornell University. She is on the Advisory Board for UCF's Rosen College of Hospitality Management and serves as a coach for Cornell University's Leadership Development Program.

Related News

Choose a Social Network!

The social network you are looking for is not available.

Coming up in April 2019...

Guest Service: A Culture of YES

In a recent global consumers report, 97% of the participants said that customer service is a major factor in their loyalty to a brand, and 76% said they view customer service as the true test of how much a company values them. And since there is no industry more reliant on customer satisfaction than the hotel industry, managers must be unrelenting in their determination to hire, train and empower the very best people, and to create a culture of exceptional customer service within their organization. Of course, this begins with hiring the right people. There are people who are naturally service-oriented; people who are warm, empathetic, enthusiastic, pleasant, thoughtful and optimistic; people who take pride in their ability to solve problems for the hotel guests they are serving. Then, those same employees must be empowered to solve problems using their own judgment, without having to track down a manager to do it. This is how seamless problem solving and conflict resolution are achieved in guest service. This willingness to empower employees is part of creating a Culture of Yes within an organization.  The goal is to create an environment in which everyone is striving to say “Yes”, rather than figuring out ways to say, “No”. It is essential that this attitude be instilled in all frontline, customer-facing, employees. Finally, in order to ensure that the hotel can generate a consistent level of performance across a wide variety of situations, management must also put in place well-defined systems and standards, and then educate their employees about them. Every employee must be aware of and responsible for every standard that applies in their department. The April issue of the Hotel Business Review will document what some leading hotels are doing to cultivate and manage guest satisfaction in their operations.